|For UPS Managers, A School of Hard Knocks|
|Topic||Managing Individuals and Teams|
|Key Words||diversity, managing individuals, community service|
In 1968, UPS founder James Casey found a way to expose UPS's predominantly white managers to the poverty and inequality found in many cities. He began the Community Internship Program (CIP). Each summer, UPS brings 50 of its most promising managers to cities across the U.S. for a month where they live among the poor and participate in daily community service projects aiding the local population. The goal of the program is to bridge the cultural divide that separates, for instance, a white manager from an African-American driver. Minorities make up 35% of the workforce and 52% of new hires, while three out of four managers are white.
Managers have reported that they are better able to empathize with employees facing crises, and are more flexible in dealing with these individuals. It has also made them more likely to search for unconventional solutions. UPS values these skills highly. In 34 years of the program, UPS has never scaled it back, even during tough economic times. Its costs amount to $10,000 per intern, or $13 million since its inception.
|Source||"For UPS Managers, A School of Hard Knocks," Business Week, July 22, 2002, p. 58.|
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